Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - (Page 7) SALES FORCE aligns the organisation to the proposed changes. This involves setting timelines and milestones, as well as defining resource requirements, business roles and responsibilities, and also setting into motion an operational excellence plan that minimises potential risks. Because of the broader consequences that will accompany changes in the sales model, the entire business must be aligned and change managed correctly for the model to operate effectively. It is therefore essential that the plan involves the company’s management structure and organisational design as well as its sales strategy. It must also provide for the right capabilities in terms of skills and competences and alignment with roles that have been identified. Finally, it must supply the processes and systems needed for successful introduction. The change process typically benefits from a formal roadmap to chart implementation towards the future sales model and includes timeline management of rollout programmes (see Figure 4). Underpinning this approach should be a systematic benchmarking of competencies and processes against best practice to highlight areas for improvement, allowing benchmarking and the development of new competency models and sales force skills. Implementation is the crucial step when redesigning sales models and it is frequently a reason why companies seek help. There is a range of tools available to ensure that the new sales model is successful, including: organisational restructuring, simulation-based training, communications planning, sales force compensation schemes, implementation and performance management tools, social networking and sponsorship. For companies wishing to remain best-in-class and stay ahead of the competition, it is essential to conduct an on-going review process, whereby the organisation benchmarks its progress against the plan and its competitors, and monitors the impact of the new sales model on its performance. This process can be facilitated by means of journey progress reports and refreshed scorecards against key performance indicators. Case study examples The approach to choosing the right sales model for an individual company can be scaled up or down, used for whole regions, in multiple or individual markets, for single products, groups of products or across entire portfolios. One IMS engagement involved a narrow-model focus project in multiple markets for a top ten pharma company. Faced with the challenging new environment, a different set of more sophisticated stakeholders, the patent expiry of leading products, and the need to manage new launches in more specialized areas, the company urgently wanted to change to an account management sales model for secondary care markets. Firstly, the pace, direction and key drivers of change in the top five countries where the company was operating were identified and thoroughly analysed. This included an assessment of the healthcare structures, regulations and standards, decision-making processes and competition. This was followed by an in-depth internal review of the company, which pinpointed its operating strengths and weaknesses and highlighted the areas where account management could be adopted. Next, an evaluation of the way different stakeholder roles were changing across each therapy class was conducted, revealing where the company could achieve ‘quick wins’. More importantly, the future Figure 5: Example of sales model score card. Figure 6: Example of gains from changing the sales model. 25 New sales model implemented Value (euro) 20 +83% 15 % 10 5 +59% Units 0 2003 2003 2003 2003 Jan 2007 Feb March Apr 2007 2007 2007 May 2007 June 2007 July 2007 Aug 2007 Sep 2007 www.pharmexeceurope.com 7 www.pharmexeceurope.com
Table of Contents Feed for the Digital Edition of Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 Pharmaceutical Executive Europe - February 2008 Contents Sales Force Commercialisation Models Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Pharmaceutical Executive Europe - February 2008 (Page 1) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Contents (Page 2) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Contents (Page 3) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Sales Force (Page 4) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Sales Force (Page 5) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Sales Force (Page 6) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Sales Force (Page 7) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Sales Force (Page 8) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 9) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 10) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 11) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 12) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 13) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 14)
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